HR's Impact on Business

Sustainability in Supply Chains A guide for private markets investors 🌍 Private markets investors face increasing pressure to integrate sustainability into supply chain management. This guide by PRI explains why supply chain due diligence is essential and how investors can embed it across the investment cycle to safeguard assets, reduce risks, and capture value. Supply chain risks, ranging from human rights abuses to environmental violations, have become financially material issues with direct implications for investor performance, regulatory compliance, and reputation. Human rights concerns are significant. Forced labour affects an estimated 28 million people worldwide, with rising risks in major sourcing countries such as India, Vietnam, China, Mexico and the United States. Migrant workers are particularly vulnerable, while child labour remains prevalent in high-risk industries and regions. Working conditions also present serious challenges. Excessive hours, unsafe workplaces and poor wages undermine the stability of global supply chains. These issues are concentrated in industries such as apparel, electronics, food and agriculture, construction materials and mining where oversight is often limited. Environmental risks add complexity. Nearly half of global sourcing markets face high or extreme risk of violations related to waste management, emissions and hazardous materials. Biodiversity loss and deforestation linked to commodities such as palm oil, soy and timber increase exposure to both regulatory and operational disruptions. Regulatory requirements are tightening worldwide. The EU Corporate Sustainability Due Diligence Directive, the US Uyghur Forced Labor Prevention Act and the EU Deforestation Regulation compel companies and investors to identify, mitigate and report risks throughout their supply chains. Failure to comply carries financial consequences. Volkswagen shipments were detained at US ports, Shein faced delays in listing plans due to sourcing concerns and companies in Germany were investigated and fined for breaches of the Supply Chain Act. These examples show how supply chain management is now a strategic necessity. Proactive due diligence creates opportunities. Companies with strong supply chain transparency and risk management can secure contracts, improve resilience, reduce costs and strengthen their brand. Investors can leverage these practices to enhance portfolio performance and protect value at exit. The guide explains that due diligence should be present at every stage of the investment cycle. This includes governance and policies, early screening, detailed risk assessments, legal agreements, active engagement, monitoring and exit planning. Clear roles, data systems and training are critical. Integrating sustainability into supply chain due diligence strengthens both risk management and value creation. #sustainability #business #sustainable #esg

HR is your strategic partner, not your scapegoat. - No matter what some people say about this! Let’s clear up a common misconception: ❌ HR isn’t here to fix poor leadership decisions. ⚠️ HR isn’t here to mediate every workplace conflict. 🚫 HR isn’t a catch-all for avoidable problems. What HR is here to do is far more impactful: 💼 Align people strategies with business goals. → HR ensures that the workforce and organizational objectives work together to drive success. 🤝 Foster trust and collaboration. → HR builds cultures where people feel valued, empowered, and connected. 🌟 Empower leaders to lead. → HR provides leaders with the tools, guidance, and confidence they need to build effective teams. 📈 Drive meaningful transformation. → HR plays a critical role in shaping innovation, culture, and long-term business success. But here’s the challenge: Too often, HR becomes the scapegoat when things go wrong. 👩💼 Leaders deflect responsibility. 🧑🤝🧑 Employees expect HR to fix every issue. This mindset undermines HR’s potential and limits its impact on your organization. Here’s how to shift the narrative: 1️⃣ Involve HR early. → Don’t wait for a crisis—engage HR in strategic planning and decision-making from the start. 2️⃣ Hold everyone accountable. → Leadership must take responsibility for culture and communication, with HR as a partner, not a fixer. 3️⃣ Recognize HR’s value. → Celebrate the critical role HR plays in developing talent, shaping culture, and driving results. When HR is treated as a true strategic partner, everyone wins: 💪 Employees feel supported. 📊 Leaders achieve better results. 🏆 Organizations grow and thrive. 💬 Here’s the big question: Is your organization empowering HR as a strategic partner—or relying on them as a safety net? Let’s discuss below 👇 ♻️ Share this to spark a new conversation about HR’s role. And follow Enrique Rubio (he/him) for more insights on elevating HR’s impact. Join my newsletter here: https://lnkd.in/gkxnjZqp 📌 P.S. HR isn’t just a function—it’s the key to unlocking people potential. Let’s treat it that way.

You're doing everything right in HR. And still... nobody listens. You build programs. Run initiatives. Present data. But when the CEO talks strategy? You're not in the room. That stings. Here's what Dave Ulrich taught me that changed everything: HR isn't about HR. It's about the business winning. Stop asking "What should HR do?" Start asking "What does the business need to win?" The shift sounds small. The impact? Massive. Here's what actually moves the needle: Build capabilities, not just skills. Your company doesn't need better individuals. It needs better systems. Cut the busy work. Running 10 programs means nothing if none solve real problems. Speak their language. Walk the floor. Sit in ops meetings. Learn what keeps the CFO up at night. Make leaders your multiplier. One great manager impacts 50 people. That's your leverage. Turn data into stories. Numbers inform. Stories move people to act. The brutal truth? You'll never be strategic by doing more HR stuff. You become strategic by solving business problems. Want to stop being seen as admin and start shaping strategy? Follow me for insights that bridge HR and business impact. What's the biggest barrier keeping HR out of strategic conversations at your company? For more HR insights and challenging the norm Follow Hayden Swerling 📩 Subscribe: https://lnkd.in/eysBEU_k

Stealth layoffs aren't just another corporate trend. They're the new normal. The trend I have started to notice: → Workday: 1,750 cuts for AI push → Dell: 25,000 cuts over two years → Autodesk: 9% cut amid "sales changes" → HPE: 5% cuts through "expected attrition" → Meta: Fired top performers despite claims → Google: Switched to quiet monthly reductions Despite record profits, headcount growth across these companies remains stagnant or shrinking. Traditional mass layoffs are being replaced by a more calculated approach. The new playbook is nearly invisible: → Performance reviews target even top performers → Gradual reduction through attrition and hiring freezes → RTO mandates designed to drive voluntary departures → Restructuring justified as "investing in AI" (Workday) Multiple strategies now run in parallel: → Expanding "span of control" (more direct reports) → Increasing technical-to-non-technical staff ratios → Strategic office closures and "space consolidation" → Cuts spread across quarters, not single events The impact goes far beyond headcount. When organizations flatten, everything changes: → Same output is expected from fewer employees → Institutional memory erodes with each departure → Decision-making concentrates among fewer people → Career paths narrow as management layers disappear For employees, navigating this change requires strategy. Here's how to build resilience: → Upskill aggressively: Focus on high-growth areas → Build cross-functional visibility: Network widely → Understand the metrics: Know your company targets → Maintain financial readiness: Build emergency funds → Manage your mindset: Don't let fear drive decisions The goal isn't surviving the next cut. It's positioning yourself to thrive regardless of organizational shifts. What we're witnessing isn't another corporate cost-cutting strategy; it's the fundamental rewiring of the employer-employee relationship. Those who recognize this shift will not just survive; they'll define success on your own terms

A ₹1,000 Cr company hired an HR Manager for ₹18 LPA. Their competitor, same size, same industry, hired a Strategic HR Business Partner for ₹40 LPA. Three years later: Company A: Still chasing attrition numbers. Company B: Promoting from within, outperforming the competition, and calling HR their growth partner. Here’s what actually happened. 👇 What the HR Manager did: → Rolled out engagement surveys → Ensured PMS timelines → Hosted “Fun Fridays” → Sent dashboards no one read → Waited for the business to invite them in What the Strategic HRBP did: → Sat in business reviews — every week → Knew every P&L and productivity metric → Flagged hiring risks before sales dips showed up → Built capability maps for future growth → Coached managers, challenged leaders, and solved real problems The difference wasn’t skill. It was authority and access. The HR Manager wanted to: • Build leadership capability • Drive performance conversations early • Link engagement data to outcomes But needed 3 approvals and a policy deck to do anything. The HRBP: • Had the authority to act fast • Reported to the business head, not just HR • Could challenge hiring or promotion decisions that didn’t align with growth plans • Was trusted to make the tough calls leaders avoided Here’s the pattern I keep seeing: Companies treat HR as a support function when it’s actually their strategic engine. It’s where you: → See which teams are thriving (and why) → Catch culture issues before they become attrition problems → Develop leaders who actually deliver results → Build the capability that drives future growth But if your HR team needs sign-off to have a business conversation, you’ve already lost. The uncomfortable truth: Your competitor isn’t winning because they have “better policies.” They’re winning because their HRBPs sit where decisions get made. While your HR Manager is updating engagement reports, their HRBP is in the CEO’s office saying: “Attrition isn’t the issue. Leadership capability is.” The shift: STOP treating HR as a “people admin” function. START treating it as a strategic business partner. STOP hiring based on “can they run engagement?” START hiring based on “can they impact business performance?” Because in 2025-26, your company’s growth will be driven (or derailed) by how strategic your HR truly is. And if your HRBP doesn’t have a seat at the table — You’re already playing catch-up. 💬 What’s one thing you’ve seen great HRBPs do differently from the rest? Let’s talk about it. Because this isn’t just a post, it’s the start of a movement. We’re bringing HR leaders and practitioners together across Bangalore, Delhi NCR, Hyderabad, and Mumbai to reimagine what strategic HR partnership really looks like. If this post resonates, follow Corporate Shiksha, School of HR, and comment “HRBP” below to join your nearest hub (or Virtual, if you’re elsewhere).

Perspective is often the quiet differentiator between good decisions and great ones. In today’s fast-moving business landscape, it’s no longer enough to see the world from a single lens. The true impact of leadership comes from the ability to shift perspectives to see challenges not just for what they are, but for what they could unlock. Every organizational, strategic or people-related decision carries multiple layers: the immediate outcomes, the long-term implications and the human experiences that bridge the two. Strong leaders don’t just acknowledge these perspectives, they connect them. They understand that what might appear as resistance often signals valuable insight and that diversity in thought isn’t friction, it’s the foundation for innovation and growth. A BCG study found that companies with diverse leadership teams generate 45% of their revenue from innovation, compared to 26% for those with less diverse representation. SHRM adds that inclusive leaders are three times more likely to inspire trust and discretionary effort. Why? Because when we bring different lenses together, we reduce blind spots, elevate decision quality and build strategies that resonate both across our organizations and with the world beyond. So, here’s a question worth reflecting on: Are we creating environments where every perspective finds a voice and where these insights are intentionally woven into our people strategy, execution and leadership conversations? When we do, we move from managing change to truly leading transformation. Because leadership today isn’t just about pointing the way but about creating shared understanding across roles, levels and experiences. What perspective has shaped your leadership journey the most?

Had the privilege of welcoming John Morrison, CEO of the Institute for Human Rights and Business, to our "Managing and Investing in Responsible Business" course at London Business School yesterday! 🎉 John really challenged how we think about sustainability and where human rights fit in. His main argument? Sustainability keeps struggling because we've shoved the social stuff to the side. We're obsessed with carbon metrics and green tech, but we keep forgetting about the people who are actually affected by all these changes. 🤔 John's stories really brought this home: 🔹 Coal workers in Collie, Australia who'll lose their jobs by 2029 after 130 years of mining - what happens to them? 🔹 Women salt workers in Gujarat who switched to solar pumps and actually improved their lives 🔹 His point: every transition needs to work for the people going through it, not just look good on paper 📊 What really got the students thinking was his take on technology. Soon, companies won't control the narrative about their impacts anymore. Satellites, worker apps, data models - it's all going to be out there whether businesses like it or not. No more hiding behind glossy sustainability reports! 🛰️ But here are the insights that really hit home: Systems perspective is essential 🎯 - Human rights violations rarely occur in isolation. Understanding the broader system - including weak institutions, power imbalances, and cultural contexts - is crucial for both prevention and response. Bounded rationality affects everyone 🧠 - Companies, communities, regulators, and activists all operate from limited perspectives. Effective human rights approaches require actively understanding others' viewpoints and constraints. Legitimacy has limits ⚖️ - While companies can and should address human rights impacts, they must be careful not to assume governmental powers they cannot democratically justify. Narrative matters as much as process 📖 - Technical due diligence and compliance systems are necessary but insufficient. Without stories that help people understand and connect with change, even well-designed programmes can fail. John's challenge to put human rights at the center of every business decision felt like exactly what this generation of leaders needs to hear. Real talk about building businesses that actually work for everyone. ✊ #HumanRights #ResponsibleBusiness #Sustainability #ESG #BusinessStrategy

The first time I presented a data-driven HR strategy to the board… They didn’t ask about culture. They didn’t ask about performance reviews. They asked: “How does this move the business?” That moment shifted my mindset forever. As HR leaders, we often talk about engagement, inclusion, and retention. But unless we connect people to performance, it’s all just noise. That’s where HR metrics come in. Not dashboards for vanity. Not numbers for compliance. But people data that drives real business decisions. Here are the 10 essential HR metrics every strategic HR leader must watch: ✅ Headcount – Are we staffed to meet strategic goals? ✅ Turnover – Are we leaking talent, and what’s it costing us? ✅ Diversity – Are we building inclusive teams that attract top talent? ✅ Total Cost of Workforce – Are we balancing efficiency with value? ✅ Compensation – Are we aligned with market realities and internal equity? ✅ Spans & Layers – Are we structured for agility or buried in hierarchy? ✅ Engagement – Are our people emotionally invested in our mission? ✅ Talent Acquisition – Are we hiring right—or just hiring fast? ✅ Learning – Are we preparing for the skills of tomorrow? ✅ Workforce Planning – Are we ready for what’s next? I’ve used these metrics to launch cultural transformations, align HR with corporate governance, and deliver real ROI—not just HR wins, but business wins. Because here’s what I’ve learned: 👉 You can’t improve what you don’t measure. 👉 You can’t lead without insight. 👉 And you can’t expect impact without alignment. If HR wants a seat at the strategy table, we need to speak the language of metrics. Because in today’s world, the most human organizations… are the ones who understand their people through data. #PeopleAnalytics #HRStrategy #DataDrivenHR #HRMetrics #FutureOfWork #BusinessImpact

In every high‑performing organization, culture doesn’t evolve by accident—it’s intentionally built, nurtured, and reinforced. And at the center of this work is one function that often doesn’t get enough credit: Human Resources. 1. HR Shapes the Behaviors That Shape the Business Culture is ultimately a set of shared beliefs, habits, and behaviors. HR plays a pivotal role in defining these—through hiring practices, onboarding, leadership development, and performance management. When HR aligns these systems with the company’s purpose and values, culture becomes consistent, scalable, and visible in everyday actions. 2. HR Attracts and Retains the Talent That Drives Growth A strong culture directly influences talent outcomes. People stay longer, perform better, and contribute more when they feel connected to the organization’s values and mission. HR builds this environment by ensuring psychological safety, designing inclusive workplaces, and creating clear paths for growth. In competitive markets, this becomes a strategic advantage—not a “nice to have.” 3. HR Connects People Strategy to Business Strategy Companies grow when their people grow. HR translates business goals into people-focused initiatives—capability building, succession planning, workforce planning, and leadership readiness. When HR is empowered as a strategic partner, culture becomes a lever for measurable business outcomes: productivity, innovation, customer experience, and profitability. 4. HR Enables Change and Resilience Whether it’s digital transformation, global expansion, or organizational restructuring, HR ensures teams are prepared, aligned, and supported. A resilient culture doesn’t emerge from processes alone—it comes from people who feel informed, equipped, and valued during change. Culture is not an HR responsibility alone—but HR is the catalyst that brings structure, consistency, and intention to culture-building. Companies that invest in strong HR functions don’t just build better workplaces—they build more scalable, adaptable, and future-ready organizations.

India just rolled out the biggest workforce reset since Independence. (READ the article for more ionformation in details)